SHAREHOLDER ENGAGEMENT POLICY the Board of Directors

Total Page:16

File Type:pdf, Size:1020Kb

SHAREHOLDER ENGAGEMENT POLICY the Board of Directors APPENDIX O - SHAREHOLDER ENGAGEMENT POLICY The Board of Directors (the “Board”) of TELUS Corporation (the “Company” or “TELUS”) believes in the importance of open and constructive dialogue with our shareholders. To facilitate such engagement, this policy outlines how the Board may communicate with shareholders, how shareholders can communicate with the Board, and provides an overview of how management interacts with shareholders. The Corporate Governance Committee (the “CGC”) will oversee this policy as it relates to Board engagement and communications with shareholders. The CGC will review this policy annually and recommend any changes to the Board for its approval. TELUS has sound disclosure practices to ensure all shareholders receive timely, factual and accurate information. A statement of TELUS’ policy on corporate disclosure and confidentiality of information (the “Corporate Disclosure Policy”) is available online at https://www.telus.com/en/about/investor- relations/corporate-governance. 1. SHAREHOLDER COMMUNICATIONS WITH THE BOARD How the Board communicates with shareholders The Board believes that regular and constructive communications is an important part of creating an open, candid and productive dialogue. The Board will annually communicate information about the Board and individual directors, the Company’s corporate governance and executive compensation practices through the Company’s management information circular. The Board encourages shareholder participation at TELUS’ annual shareholder meetings as well as through informal meetings throughout the year as required. Each director nominee will attend the annual meeting, absent a compelling reason. At each annual meeting, the chairs of each Board committee will be available to respond to shareholder questions. The Board encourages shareholders to attend the Company’s annual meeting as it provides a valuable opportunity to discuss the Company, its corporate governance and other important matters. The Chair and/or the Chair of the Corporate Governance Committee meets with institutional shareholders throughout the year if needed to discuss governance matters. Additionally, the Chair of the Human Resources and Compensation Committee meets with institutional shareholders to discuss executive compensation as required. If any such meetings are held throughout the year, the directors who have met with such shareholder will report back to the Board on their discussions with shareholders. How shareholders can communicate with the Board In between annual meetings, TELUS supports an open and transparent process for shareholders to contact the Board, including the chairs of our Board committees, through the office of our Chief Legal & Governance Officer or at the email listed below. The topics that are appropriate for the Board to address are: Board structure and composition (including Board and CEO succession planning process independence) Corporate governance practices and disclosure Board or director performance General board oversight, including committee Material strategic decisions or corporate mandates strategy Executive compensation and related overall Oversight of risk corporate performance page 1 Last amended November 2019 APPENDIX O - SHAREHOLDER ENGAGEMENT POLICY The Chief Legal & Governance Officer has been designated by the Board as its agent to receive and review communications and meeting requests addressed to the Board. The Chief Legal & Governance Officer will determine whether the communication received is a proper communication to the Board or should be addressed by management. For example, questions or concerns regarding the Company’s general business operations, financial results, strategic direction and similar matters are most appropriately addressed by management and Investor Relations. On the other hand, if management receives any questions that the Board should be made aware of, the information will be passed on to the Chief Legal & Governance Officer to consider. The Board will endeavor to respond to all appropriate correspondence in a timely manner. On a quarterly basis, the Chief Legal & Governance Officer reports to the CGC on all communications sent to the Board and reviews and considers responses in relation to corporate governance matters. Shareholders or other stakeholders of the Company may communicate with the Board by mail (marking the envelope “Confidential”) or email as follows: Mailing address Email address TELUS Board of Directors [email protected] (c/o Chief Legal & Governance Officer) TELUS Corporation 510 West Georgia Street, 23rd Floor Vancouver, BC V6B 0M3 CANADA Meeting with TELUS directors Shareholders may ask to meet with the Chair or the chair of a committee or an individual director. The Chair will consider this request, in consultation with the Chief Legal & Governance Officer, and having regard to TELUS’ Corporate Disclosure Policy. Such a request should: Indicate if the person is a TELUS shareholder or shareholder representative, and the number of Common Shares held; Identify any non-TELUS shareholder or representative who will attend the meeting; and Describe the topics the person wants to discuss. If a meeting request is approved, the Chair (or the Chief Legal & Governance Officer) will confirm the meeting details with the person and will ask the appropriate directors to attend the meeting, as well as any members of management as necessary. Any such meeting will be focused on the pre-determined topics identified in the meeting’s agenda and will be subject to compliance with all applicable laws, including applicable selective disclosure rules and the Company’s Corporate Disclosure Policy. 2. SHAREHOLDER COMMUNICATIONS WITH TELUS MANAGEMENT How management communicates with shareholders Management communicates with shareholders in many ways. The primary form of communication is through the Investor Relations team, which communicates with shareholders on a daily basis. TELUS also communicates with shareholders through its annual and quarterly reports, management information page 2 Last amended November 2019 APPENDIX O - SHAREHOLDER ENGAGEMENT POLICY circular, annual information form, sustainability report, news releases, the investor relations and corporate governance website and through presentations at industry and investor conferences. Management also holds conference calls for quarterly earnings releases and major corporate developments as soon as practical after they are publicly released. Conference calls are webcast in real time and the webcasts, slides (if used), transcripts (if available) and audio replays are accessible at https://www.telus.com/en/about/investor- relations. At annual shareholder meetings, shareholders and guests may ask questions to management or specific executives during the informal meet and greet portion of the meeting. Questions may also be sent by email to [email protected] before, during or after the shareholder meeting and management, or in some cases, a specific executive, will endeavor to respond by email as promptly as possible. TELUS’ external auditor, Deloitte LLP, also attends and can answer questions about the audit and preparation and content of the auditor’s report. The CEO, Executive Vice-President & Chief Financial Officer and the Directors of Investor Relations are the Company’s primary spokespeople to the shareholders and investment community and they meet frequently with investor representatives to discuss strategy, and financial and business performance. How shareholders can communicate with management Shareholders can contact the Chief Executive Officer by mail or email at: Mailing address Email address President & Chief Executive Officer [email protected] TELUS Corporation 510 West Georgia Street, 23rd Floor Vancouver, BC V6B OM3 CANADA Shareholders can also contact the Investor Relations Department for any questions about the Company at: Mailing address Email address & Phone Number Investor Relations Department [email protected] TELUS Corporation 510 West Georgia Street, 8th Floor 1-800-667-4871 (Toll free) Vancouver, BC V6B OM3 1-604-643-4113 (outside North America) CANADA For any shareholder administrative issues, shareholders can contact the Treasury department. Mailing address Email address & Phone Number Treasury Department [email protected] TELUS Corporation 510 West Georgia Street, 8th Floor 1-800-667-4871 (Toll free) Vancouver, BC V6B OM3 604-695-3734 CANADA 604-899-9228 (Fax) Questions or comments on accounting, auditing, and internal controls page 3 Last amended November 2019 APPENDIX O - SHAREHOLDER ENGAGEMENT POLICY Shareholders can anonymously and confidentially raise issues concerning accounting, auditing and internal controls over financial reporting or auditing matters with our Audit Committee by calling the TELUS Ethics Line, which is run by a third-party intake provider, EthicsPoint. A summary of such complaints received through the Ethics Line is reported on a quarterly basis to the Audit Committee. All complaints relating to accounting and internal accounting controls are forwarded to the Chief Legal & Governance Officer. Phone Number Website 1-888-265-4112 https://secure.ethicspoint.eu/domain/media/en/gui/16533/index.html page 4 Last amended November 2019 .
Recommended publications
  • Initial Public Offerings
    November 2017 Initial Public Offerings An Issuer’s Guide (US Edition) Contents INTRODUCTION 1 What Are the Potential Benefits of Conducting an IPO? 1 What Are the Potential Costs and Other Potential Downsides of Conducting an IPO? 1 Is Your Company Ready for an IPO? 2 GETTING READY 3 Are Changes Needed in the Company’s Capital Structure or Relationships with Its Key Stockholders or Other Related Parties? 3 What Is the Right Corporate Governance Structure for the Company Post-IPO? 5 Are the Company’s Existing Financial Statements Suitable? 6 Are the Company’s Pre-IPO Equity Awards Problematic? 6 How Should Investor Relations Be Handled? 7 Which Securities Exchange to List On? 8 OFFER STRUCTURE 9 Offer Size 9 Primary vs. Secondary Shares 9 Allocation—Institutional vs. Retail 9 KEY DOCUMENTS 11 Registration Statement 11 Form 8-A – Exchange Act Registration Statement 19 Underwriting Agreement 20 Lock-Up Agreements 21 Legal Opinions and Negative Assurance Letters 22 Comfort Letters 22 Engagement Letter with the Underwriters 23 KEY PARTIES 24 Issuer 24 Selling Stockholders 24 Management of the Issuer 24 Auditors 24 Underwriters 24 Legal Advisers 25 Other Parties 25 i Initial Public Offerings THE IPO PROCESS 26 Organizational or “Kick-Off” Meeting 26 The Due Diligence Review 26 Drafting Responsibility and Drafting Sessions 27 Filing with the SEC, FINRA, a Securities Exchange and the State Securities Commissions 27 SEC Review 29 Book-Building and Roadshow 30 Price Determination 30 Allocation and Settlement or Closing 31 Publicity Considerations
    [Show full text]
  • Direct Versus Derivative and the Law of Limited Liability Companies Daniel S
    Mitchell Hamline School of Law Mitchell Hamline Open Access Faculty Scholarship 2006 Direct Versus Derivative and the Law of Limited Liability Companies Daniel S. Kleinberger Mitchell Hamline School of Law, [email protected] Publication Information 58 Baylor Law Review 63 (2006) Repository Citation Kleinberger, Daniel S., "Direct Versus Derivative and the Law of Limited Liability Companies" (2006). Faculty Scholarship. Paper 233. http://open.mitchellhamline.edu/facsch/233 This Article is brought to you for free and open access by Mitchell Hamline Open Access. It has been accepted for inclusion in Faculty Scholarship by an authorized administrator of Mitchell Hamline Open Access. For more information, please contact [email protected]. Direct Versus Derivative and the Law of Limited Liability Companies Abstract The yh brid nature of limited liability companies causes us to re-invent, or at least re-examine, many doctrinal wheels. This Article will reexamine one of the most practical of those wheels-the distinction between direct and derivative claims in the context of a closely-held limited liability company. Case law concerning the direct/derivative distinction is still overwhelmingly from the law of corporations, although LLC cases are now being reported with some frequency. LLC cases routinely analogize to, or borrow from, the corporate law. This Article encompasses that law, analyzes LLC developments, and argues that courts should (i) avoid the "special injury" rule, (ii) embrace the "direct harm" approach, and (iii) engraft ot the direct harm approach an exception applicable when those in control of a limited liability company harm the company with the "purpose and effect" of injuring a particular member.
    [Show full text]
  • Frequently Asked Questions About the 20% Rule and Non-Registered Securities Offerings
    FREQUENTLY ASKED QUESTIONS ABOUT THE 20% RULE AND NON-REGISTERED SECURITIES OFFERINGS issuance, equals or exceeds 20% of the voting power understanding the 20% Rule outstanding before the issuance of such stock; or (2) the number of shares of common stock to be issued is, or will be upon issuance, equal to or in excess What is the 20% rule? of 20% of the number of shares of common stock The “20% rule,” as it is often referred to, is a corporate outstanding before the transaction. “Voting power governance requirement applicable to companies listed outstanding” refers to the aggregate number of on nasdaq, the nYSe or the nYSe American LLC votes that may be cast by holders of those securities (“nYSe American”) (collectively, the “exchanges”). outstanding that entitle the holders thereof to vote each exchange has specific requirements applicable generally on all matters submitted to the issuer’s to listed companies to receive shareholder approval securityholders for a vote. before they can issue 20% or more of their outstanding common stock or voting power in a “private offering.” However, under nYSe Rule 312.03(c), the situations The exchanges also require shareholder approval in in which shareholder approval will not be required connection with certain other transactions. Generally: include: (1) any public offering for cash, or (2) any issuance involving a “bona fide private financing,1” if • Nasdaq Rule 5635(d) requires shareholder approval such private financing involves a sale of: (a) common for transactions, other than “public offerings,”
    [Show full text]
  • Shareholder Capitalism a System in Crisis New Economics Foundation Shareholder Capitalism
    SHAREHOLDER CAPITALISM A SYSTEM IN CRISIS NEW ECONOMICS FOUNDATION SHAREHOLDER CAPITALISM SUMMARY Our current, highly financialised, form of shareholder capitalism is not Shareholder capitalism just failing to provide new capital for – a system driven by investment, it is actively undermining the ability of listed companies to the interests of reinvest their own profits. The stock shareholder-backed market has become a vehicle for and market-fixated extracting value from companies, not companies – is broken. for injecting it. No wonder that Andy Haldane, Chief Economist of the Bank of England, recently suggested that shareholder capitalism is ‘eating itself.’1 Corporate governance has become dominated by the need to maximise short-term shareholder returns. At the same time, financial markets have grown more complex, highly intermediated, and similarly short- termist, with shares increasingly seen as paper assets to be traded rather than long-term investments in sound businesses. This kind of trading is a zero-sum game with no new wealth, let alone social value, created. For one person to win, another must lose – and increasingly, the only real winners appear to be the army of financial intermediaries who control and perpetuate the merry-go- round. There is nothing natural or inevitable about the shareholder-owned corporation as it currently exists. Like all economic institutions, it is a product of political and economic choices which can and should be remade if they no longer serve our economy, society, or environment. Here’s the impact
    [Show full text]
  • NYSE Listed Company Compliance Guidance Letter
    NYSE Regulation 11 Wall Street New York, New York 10005 TO: NYSE Listed Company Executives FROM: NYSE Regulation RE: Listed Company Compliance Guidance for NYSE Issuers DATE: January 14, 2021 Each year, the staff of NYSE Regulation prepares a guidance memo for important rules and policies applicable to companies listed on the New York Stock Exchange (“NYSE” or the “Exchange”). A complete text of Exchange rules can be found online in the NYSE Listed Company Manual (“Listed Company Manual”). We have included items that are new below, with important reminders in the sections that follow. Please note that this memo is applicable to all listed issuers, with any rule or policy differences for Domestic vs. Foreign Private Issuers (“FPIs”) identified within. We encourage you to provide a copy of this memo to appropriate executives and outside advisers who handle matters related to your listing on the NYSE. We have also provided department contact information below. Please do not hesitate to contact the staff with any question or concern you may have. What’s New In response to the market and economic effects of the COVID-19 pandemic, the NYSE filed with the SEC temporary rules that provided relief to listed companies from certain quantitative and shareholder approval rules in the Listed Company Manual, most of which expired on July 1, 2020. However, the relief pertaining to shareholder approval remains in effect through March 31, 2021. The shareholder approval relief generally waives related party limitations and bona fide private financing requirements in Listed Company Manual Section 312.03 for market price transactions.
    [Show full text]
  • Frequently Asked Questions About Initial Public Offerings
    FREQUENTLY ASKED QUESTIONS ABOUT INITIAL PUBLIC OFFERINGS Initial public offerings (“IPOs”) are complex, time-consuming and implicate many different areas of the law and market practices. The following FAQs address important issues but are not likely to answer all of your questions. • Public companies have greater visibility. The media understanding IPOS has greater economic incentive to cover a public company than a private company because of the number of investors seeking information about their What is an IPO? investment. An “IPO” is the initial public offering by a company • Going public allows a company’s employees to of its securities, most often its common stock. In the share in its growth and success through stock united States, these offerings are generally registered options and other equity-based compensation under the Securities Act of 1933, as amended (the structures that benefit from a more liquid stock with “Securities Act”), and the shares are often but not an independently determined fair market value. A always listed on a national securities exchange such public company may also use its equity to attract as the new York Stock exchange (the “nYSe”), the and retain management and key personnel. nYSe American LLC or one of the nasdaq markets (“nasdaq” and, collectively, the “exchanges”). The What are disadvantages of going public? process of “going public” is complex and expensive. • The IPO process is expensive. The legal, accounting upon the completion of an IPO, a company becomes and printing costs are significant and these costs a “public company,” subject to all of the regulations will have to be paid regardless of whether an IPO is applicable to public companies, including those of successful.
    [Show full text]
  • Limited Liability with One-Man Companies and Subsidiary Corporations
    LIMITED LIABILITY WITH ONE-MAN COMPANIES AND SUBSIDIARY CORPORATIONS Bm Nmw F. CATALDO* Limited liability, usually regarded as the most significant feature of corporate enterprise, has received extravagant praise. Among those who have paid verbal homage to the concept of limited liability are two former university presidents who cut a large figure in the intellectual manners of the nation during the last half century. President Eliot of Harvard regarded limited liability as "the corporation's most precious characteristic" and "by far the most effective legal invention ... made in the nineteenth century."' President Nicholas Murray Butler of Columbia made the pronouncement in i91: "I weigh my words when I say that in my judg- ment the limited liability corporation is the greatest single discovery of modern times.... Even steam and electricity are far less important than the limited liability corporation, and they would be reduced to comparative impotence without it."' Our courts have rested-unnecessarily, it is believed 3 -the concept of limited lia- bility on the legal entity theory. This theory, familiar to every elementary student of corporation law and finance, treats the corporation as a legal persona or juristic person constituting an entity in itself separate and distinct from the members. The essence of this theory, stated in stark terms, is that the shareholders own "the corporation" and the latter owns and operates the assets and the business. The questionable4 but judicially accepted reasoning which regards limited liability as a * A.B. 1929, LL.B. 1932, LL.M. 1936, University of Pennsylvania. Member of Philadelphia bar; Special Attorney, Department of Justice, Washington, D.
    [Show full text]
  • The Business Case for the Current SEC Shareholder Proposal Process
    The Business Case for the Current SEC Shareholder Proposal Process April 2017 About Ceres Ceres is a sustainability nonprofit organization working with the most influential investors and companies to build leadership and drive solutions throughout the economy. Through our powerful networks and advocacy, we tackle the world’s biggest sustainability challenges, including climate change, water scarcity and pollution, and human rights abuses. The Ceres Investor Network on Climate Risk and Sustainability comprises more than 130 institutional investors, collectively managing more than $17 trillion in assets, advancing leading investment practices, corporate engagement strategies and policy solutions to build an equitable, sustainable global economy and planet. For more information, visit www.ceres.org. About ICCR The Interfaith Center on Corporate Responsibility (ICCR) is a 46 year-old, pioneer coalition of over 300 organizational investors representing faith-based communities, socially responsible asset managers, labor unions, and others who engage corporations on the environmental and social impacts of their operations. About US SIF US SIF: The Forum for Sustainable and Responsible Investment is the leading voice advancing sustainable, responsible and impact investing across all asset classes. Our mission is to rapidly shift investment practices towards sustainability, focusing on long-term investment and the generation of positive social and environmental impacts. Our 300+ members collectively represent more than $3 trillion in assets under management or advisement. Acknowledgements We wish to thank our colleagues and partners who contributed to this paper: Rob Berridge (Ceres), Chris Davis (Ceres), Dan Mitler (Ceres), as well as numerous members of the Ceres, ICCR, and US SIF investor networks, and the Council of Institutional Investors.
    [Show full text]
  • Shareholder Wealth Effect of Dividend Policy: Empirical Evidence from the Chinese Securities Market
    Front. Bus. Res. China 2007, 1(3): 437–455 DOI 10.1007/s11782-007-0026-8 RESEARCH ARTICLE YI Yanxin, KE Dagang, ZHANG Xiao Shareholder wealth effect of dividend policy: Empirical evidence from the Chinese securities market © Higher Education Press and Springer-Verlag 2007 Abstract Based on the special separated equity management structure of the listed companies in China and using a sample of the listed companies with distributed dividend in 2003 and 2004, this paper tests the shareholder wealth effects of dividend policy in Chinese separated equity market. Results show that shareholders of non-circulating stock get a high return rate by cash dividends, and circulating shareholders obtain a high short-term return rate by stock dividends. Keywords dividend policy, shareholder wealth effect, blockholders 摘要 基于我国上市公司股权分置的特殊治理结构,以2003–2004年所有分配股 利的上市公司为样本,实证检验我国上市公司股利政策的股东财富效应,发 现:分配现金股利使非流通股股东实现高回报率,而流通股股东获得股票股利的 较高短期收益率。 关键词 股利政策,股东财富效应,控股股东 Translated from Nankai Guanli Pinglun 南开管理评论 (Nankai Business Review), 2006, 9(2): 4–10 YI Yanxin ( ) The School of Management, Xi’an Jiaotong University, Xi’an 710049, China E-mail: [email protected] KE Dagang The School of Management, Xi’an Jiaotong University, Xi’an 710049, China E-mail: [email protected] ZHANG Xiao The School of Management, Xi’an Jiaotong University, Xi’an 710049, China E-mail: [email protected] 438 YI Yanxin, KE Dagang, ZHANG Xiao 1 Introduction The extant domestic literature on dividend policy of listed companies mainly focuses on three perspectives: the signaling theory, agency cost theory and influencing factors. However, there are few studies on shareholder wealth effects derived from the high return associated with dividend issued by the listed companies.
    [Show full text]
  • Amazon's 2021 Proxy Statement
    Notice of 2021 Annual Meeting of Shareholders & Proxy Statement 9:00 a.m., Pacific Time Wednesday, May 26, 2021 Virtual Meeting Site: www.virtualshareholdermeeting.com/AMZN2021 Global Impact Highlights Our People In 2020, Amazon created approximately 500,000 jobs for people with all types of experience, education, and skill levels. In addition to offering starting pay of at least $15 per hour in the U.S., more than double the federal minimum wage, Amazon offers comprehensive benefits, including health care coverage, parental leave, ways to save for the future, and other resources to improve health and well-being. Regular full-time employees get the same health care benefits as our most senior executives starting on their first day on the job. Our top priority during the COVID-19 pandemic has been to help ensure the health and safety of our approximately 1.3 million employees worldwide and to deliver for customers. We are working to achieve this by: • Providing over $2.5 billion in bonuses and incentives to our front-line employees and establishing a relief fund for delivery drivers and seasonal associates. • Making over 150 process updates across operations, including enhanced cleaning, social distancing measures, disinfectant spraying, and temperature checks, as well as providing masks and gloves. • Launching voluntary, free on-site COVID-19 testing at hundreds of sites and conducting tens of thousands of tests a day to keep our front-line employees safe. • Providing an up-to-$80 benefit to hourly employees in the U.S. who get a COVID-19 vaccine off-site. We have also begun building on-site vaccination options at A front-line employee from Amazon’s pharmacy fulfillment many of our operations sites.
    [Show full text]
  • The Board of Directors
    DOLLAR TREE, INC. CORPORATE GOVERNANCE GUIDELINES 1. PURPOSE: The Board of Directors (the “Board”) has adopted these Corporate Governance Guidelines (the “Guidelines”) and, along with the charters of the Board committees, provide the framework for the governance of Dollar Tree, Inc. (the “Company). The Board’s Nominating and Corporate Governance Committee is responsible for overseeing and reviewing the Guidelines and reporting and recommending to the Board any changes to the Guidelines. These guidelines shall be posted on the Company’s website and accessible to all investors. 2. BOARD COMPOSITION: 2.1 Independence A majority of the members of the Board shall meet the criteria for independence (“Independence Standards”) as required by any applicable law and the listing standards of The Nasdaq Stock Market (“Nasdaq”). In the event that a director has a business or other relationship with the Company, the Board shall make its determination whether such director is independent based on the Independence Standards and other relevant facts and circumstances. The Company shall disclose in its proxy statement (i) the Independence Standards; (ii) a statement whether each director meets the Independence Standards; and (iii) determination by the Board that a director with any compensation, business or other relationship with the Company is in fact deemed by the Board to be independent and the basis for that determination. 2.2 Disclosure of Relationships It shall be the responsibility of each director and prospective director to disclose to the Board
    [Show full text]
  • A New Role for Investor Relations Convergence of Corporate
    To avoid this outcome, shareholders are looking for ways to probe more deeply into the inner workings of companies. article from Targets for activism are being selected based on business fundamentals and financial performance rather than just 20 años de Relaciones compliance with governance norms. Shareholders are factoring environmental practices, social responsibility and non- con Inversores en España financial performance metrics into the governance agenda. They are pressuring proxy advisory firms to improve the published by quality of research, increase local market expertise, engage directly with individual companies, make their analytics AERI - Asociación Española para more transparent and customize their research and vote recommendations. las Relaciones con Inversores Ironically, the shift from external to internal governance has also turned a spotlight onto the inner workings of institu- tional investors. The governance reform movement has come full circle and is now raising questions about the quality of A New Role for Investor Relations institutional investors’ own governance, fiduciary duties, share voting, “stewardship” and oversight of portfolio compa- nies. Although stewardship codes are in the early stages of development, it is clear that over the long term they will accel- Convergence of corporate governance with IR will increase the responsibilities erate the trend toward deeper scrutiny of companies and boardrooms. of IR practitioners and mandate “holistic” investor relations. by John C. Wilcox, Chairman, Sodali Does Investor Relations offer companies a better way to manage their corporate governance How should companies respond to these new governance pressures? Clearly it is not in their interest to remain on the responsibilities? An affirmative answer to this question seems increasingly likely as companies face an defensive while shareholders set the governance agenda and push for additional rules.
    [Show full text]